Chamber Blog

Any business leader worth their salt will get their hands dirty; either literally, or metaphorically, by sometimes getting into the detail that they no longer deal with on a day to day basis to support their team. Whatever the cause it would have been worth it. But, ultimately, if they’re leaders, it’s their ability to see, understand and react to the bigger picture that they’re being trusted – and paid – for.

That strategic ability means they can see the strengths and weaknesses of the operation. They can grasp the size, shape and impact of competitive activity. They can motivate their team. They can frame the best direction to take for the future. And they can make things happen.

To do all of that our business leaders must, inevitably, be in touch with the social and political landscape of our region. It’s they therefore who actually know where roads need widening, railways need improving and that any broadband or mobile black spot is not just a debating point with a provider, it’s a potential lost sale to a customer.

It would seem to make sense then, wouldn’t it, to tap into that knowledge more effectively when it comes to leading the region forward? To use the knowledge, born of real commercial need and honed by leadership experience, to drive our region into the fast lane.

What I am saying, is that the region’s future prosperity relies on its commerce, and that it would therefore make sense for leaders of that commerce to be recognized as influential in policy making, because they are hard wired into what’s really needed. There seems to be a misguided view from some, that the business community should leave the decision-making related to running Norfolk purely to elected members. They seem to have missed the point as to how the economy actually works.

We also need our local MPs to regain their tenacity and strength as a united lobbying unit working for Norfolk. I realize how difficult it is now many of them are Ministers, and in other key roles, but the business community needs them to work with us to reposition Norfolkin Westminster as a can-do County, a position which, because of the current devolution situation I believe has been weakened.

Norfolk will not grow and thrive unless all parties recognize the contribution each community brings. I believe that 2017 is the time to regroup and to work through our differences – to celebrate the great place Norfolk is to work, live and play! We have an event with all our MPs in February which is a great place to start. Let’s ensure that Team Norfolk really shows what we can achieve. I call on Norfolk’s business leaders to work with us to make this happen.

Don’t panic! I’m not about to go back over the result, or implications, of the recent election result in the USA, nor am I going to take you back to BREXIT nor the recent Devolution vote. But, all these topics are uppermost in my mind as I write this column.

Let me leave aside the politics of these events. Your views on Trump and Clinton, ‘leave’ or ‘remain’, or Devolution ‘for’ or ‘against’ are not the issues here. My point is this. It’s fair to say that even passionate advocates of the winning sides in the two former of these campaigns were surprised at the outcomes. The ‘losers’ were of course shattered.

More importantly, in a way, the pollsters and media pundits were surprised. Or, to put it bluntly, in many cases they, the ‘experts’ were just plain wrong.

And that’s perhaps one of the most important lessons businesses can learn from recent events. The fact is that sometimes, despite all the planning, all the research, all the soundings you take from your market, things do not go as you thought they would.  The unexpected happens.

In theory, with our ever more sophisticated techniques of analysis and forecasting, the unexpected should happen less and less. And yet, within the same year, two massive events have delivered it. With seismic impact.

There’s another point that’s directly related to both BREXIT and the USA election. Both results have revealed, justified or not remains to be seen, a strong suspicion that the UK Government who sort of ‘lost’ and the Trump team who, well, won, don’t have a clear plan for what to do next. And that’s what’s making people lack confidence about the future.

So, if your business plan swerves off course because the unexpected happens and you do not take action, you’re going to lose the confidence of staff, customers and shareholders – which is recipe for disaster at any time, let alone in these unpredictable days.

The answer? No easy answer but what I do have is the knowledge gained from 2016, that having a plan is necessary. Having an outline at least for what you do in the event of the totally unexpected is absolutely essential.

How do you write such an emergency plan? It might be a good idea to look at your business strategy, then turn it on its head and set down the tactics you’d employ in those circumstances.

Or, look at your list of goals, and then write the plan for how you would operate if none of them came to fruition.

Interestingly of course you might just find that such an exercise produces some lateral and innovative thinking that can be fed into your planning anyway.

2016 has certainly thrown up some unexpected twists and turns, and they should make us think. Consider this piece of wisdom – ‘To expect the unexpected shows a thoroughly modern intellect’.

That was Oscar Wilde – in the 19th century!

Since its launch ten years ago, Twitter has gone from strength to strength. In recent years, businesses have begun to take advantage of the ever-growing social network to help their brand flourish.

However, one thing that has always been a major stumbling block is trying to fit full sales messages, news headlines and general content posts into Twitter’s 140 character limit.

Twitter have now made life slightly easier for those of us who utilise Twitter as a focal point of our marketing strategies. Back in May Twitter announced that users would be able to make the most of 140 character limit by excluding media such as images and videos from the character count – this is now a reality!

Before this update images used to count for around 24 characters.

Example: when providing a link to your website, and an image to attract some more attention, you would only be left with roughly 92 characters to actually write your ‘message’ – not really enough, is it?

I’ve always been taught to include an image/graphic/video in as many of my tweets as possible. This helps to maximise engagement – an image on a Twitter feed stands out much more than just text. Looking at a recent top trend below, you can see what I mean. The tweet with the image attached is far more prominent than those that consist of just text:

We hope that in the near future we will see URLs excluded from the character count as well. But for now, thank you Twitter!

If you would like some help or advice on using Twitter to its full potential, get in touch: Jack.Edwards@norfolkchamber.co.uk

‘Think big’ – not exactly a new saying in the business world. It dates back to David Schwartz’s 1959 self help book, ‘The Magic of Big Thinking’. Schwartz set out to produce a guide to achieving goals by changing habits and thought processes. Expect to sell more, and you will was the attitude to take, he said.

And expecting to do more business meant putting in the work. It meant gathering information on your market and finding out what people wanted.

In 1959 of course there was no internet; the digital world did not exist.  There was a limit to the amount of data even the most dedicated business person could collect.

Fast forward to 2016 and we can collect information in such quantities that we’ve had to put a new label on the data sets that are now so enormous that ‘traditional’ data processing can’t handle  them. We call them ‘Big Data’.

These vast data sets give us the opportunity to spot trends, see patterns emerging and make better informed decisions on strategy.

‘Big Data’ is one of the themes at the Chamber’s forthcoming annual September Technology event. It’s of vital importance, because it touches on so many aspects of the future of business.  What I find interesting though is that in a very real sense it’s still hard wired into the original concept of ‘thinking big’. Get as much information as possible, do the leg work, know all you can – they’re all things that any pre digital pavement pounding salesman would say.

And now we can think bigger than we ever imagined. To turn these thoughts into business means we all have to embrace and use technology at every level of business; from the initial research to the manufacturing process, to the promotion and packaging.

In fact, as I said in this column just about a year ago, technology now is more than the future of business, it is business. We can no longer see it as an ‘add on’ or luxury. Technology is the conduit through which we design, make and deliver the goods and services that fuel the economy.

There are day to day challenges. Broadband speed is a constant problem in many areas for example. But it’s about thinking beyond that. It’s about seizing the opportunity we have to know more about our markets and customers, build dialogues with them, deliver what they want, and then remain in a relationship with them for business development.

Now that all sounds perilously close the pre digital definition of marketing. There’s nothing wrong with that. It’s just that with all the technology at our disposal now we can do what the marketeers of the 1950s always wanted to do – Think Big. Now though we can Think Bigger than they ever imagined!

Click to find out more about our Talking Technology 2016 – Unlocking Digital Growth event in September.

Like many aspects of economic and social life in the UK at the present time, there is a high degree of uncertainty surrounding the medium and long term picture of our employment law frameworks. However, in the short term at least, the situation is clear that the range of legal rights and obligations that are in place remain unchanged in the aftermath of the UK’s referendum vote to leave the European Union.

As long at the UK remains a member of the EU, EU law still applies to employers and employees alike and the principle of the free movement of labour also remains in place. Many questions will however need to be answered once the formal process to facilitate the UK’s ultimate “Brexit” from the European Union is concluded.

There will include:

• Will workers from the UK who are currently living and working in other member states be able to remain there?
• Will workers from other EU member states who are currently living and working in the UK be able to remain here?
• Which parts, if any, of the UK’s range of statutory employment law protections and obligations will automatically cease once a full withdrawal from the EU is negotiated and put into effect?
• What happens if the UK ends up with a “partial” Norway style arrangement whereby it stays in the single market?

Specifically after a full withdrawal, will the UK Government repeal laws that have attracted a varying level of unpopularity from employer groups including:

• The maximum 48-hour working week.
• How statutory holiday pay should be calculated.
• The requirement for agency workers to be paid the same rate for the job as permanent staff once they have been in post 12 weeks.
• The inclusion of commission and/or overtime in holiday pay calculations.
• The lack of exemptions for small businesses in relation to family leave rights.

The other unknown at this stage is whether the existing legislative programme that was included in the recent Queens Speech will be modified in any way once the new Conservative Cabinet is in place. In theory, it should not be affected but, as we have seen over recent days, nothing is certain in the current climate.

We will endeavour to give accurate and informative progress reports on each of the above questions as things become clearer. What is clear is that a democratic referendum has taken place and that as result have been declared.

Just for the record, here are the votes of the UK Jury:

Total number eligible to vote in the referendum 46,470,990 (100%) Number who did not vote in the referendum 12,918,907 (27.80%) Number who actually voted in the referendum 33,551,983 (72.20%) Number who actually voted to remain in the EU 16,141,241 (34.73%( Number who actually voted to leave the EU 17,410,742 (37.47%)

Also, a recent Qdos website article on the new Trade Union Act confirmed that the following change to the law had received Royal Assent:

“To make a special provision in certain public services, including health, education, transport, border security and fire sectors, for the introduction of an additional minimum threshold of 40% of support from all eligible members which must be met for the proposed action to be classed as being legal.”

If you have any particular queries or concerns relating to the impact of Brexit upon your employees, contact the free 24/7 Chamber HR helpline: 01455 852037

‘What we need is strong leadership with clear policies!’ A familiar cry recently. Here it comes again, but this time I’m saying it not to the politicians, but to you!

These are now uncertain times for businesses. And for our politicians. What we have to do is make sure that the politicians keep business in focus. It’s essential that our business leaders step up to the plate to ensure that Westminster knows what Norfolk needs.There is enormous potential in Norfolk’s and if we are to realise it, and deliver a contribution to the national economy, we must have the right tools for the job. Strong business leadership will be needed to provide evidence of our needs and make a sound business case to a government in uncharted waters, with rapidly changing priorities.

It will also take strong business leadership to maintain momentum and restore some calm to a confused and worried workforce. Suddenly, they’ve been confronted with a vast range of issues, and their uncertainties do not make for productivity. This is the time to engage with your workforce, sharing with them the positives opportunities, involving them in determining those needs we will demand from government and fully explaining the company’s goals – and strategies to achieve them. If you don’t share your vision of the future, why should they believe they have one?

The demographic of our region’s workforce is cosmopolitan, and the recent seismic events have raised questions over people coming to the uk. Business leaders must seek clarity from the government and impart their own policy to their staff with equal transparency. 

In these days of post referendum heightened political awareness the issues of migration and immigration are sensitive to say the least. Some people have ‘strong’ views on the subject. 

The social media offer a wonderful opportunity to share information, but now more than ever considerable care is needed regarding their use. We live in a democracy and everyone is entitled to their opinion but problems arise when it comes to their expressing them.

This is a specific area which demands a well defined and fully implemented policy. An essential part of the leadership that businesses must now deploy is the delivery of training and knowledge about the use of social media and, just as importantly, a clear company policy on them. Certainly at the Chamber we’ve not only implemented our policy, but are here to advise you as well.

Put simply, if a member of your staff posts or tweets anything that’s racist or abusive it could be traced back to your business, and it could impact on your reputation. Staff need to know that.

By sharing information, involving the workforce and delivering clear policies Norfolk’s businesses will continue to drive forward and deliver a future, especially for our young people.

There will be much debate and campaigning over political leadership in the coming weeks. We need to focus on business leadership. It’s the key to all our futures.

I was tempted to write this blog with instant reflections on the EU referendum result on Friday, as we were all absorbing the outcome. But a short pause gives one a bit of time for reflection, if not real distance.

When speaking to members on Friday, I noted that for many businesses, little has changed immediately, but so much could change in the months and years ahead. I still think that is fundamentally right.

In the short term, many firms will simply get on with business just as they always have. Both in broadcast and print, I am championing our faith in the resilience and adaptability of the Norfolk business community that we represent.  Yes, many companies and sectors undoubtedly face important challenges around markets, exchange rates, margins and uncertainty in the coming weeks and months. Others will not, and could be emboldened if we can push successfully for stability, clarity and action on the big-ticket domestic economic decisions.

The medium term is where I see the greatest potential for some turbulence. Uncertainty around the terms of our actual exit from the EU and the terms of trade – both with Europe and globally – will be at its sharpest. Political challenges, such as the future of the United Kingdom, may also increase. Yet this gives us, as a Chamber network, crucial time to work with and support Chamber members and the Norfolk community they serve as we prepare for an unprecedented transition. We need to work together to make this happen.

The long term, ultimately, is what we make of it. We must ensure that medium-term uncertainty gives way to long-term success – both for Chamber member businesses and for the wider economy. We have a chance to shape a whole new UK approach to global trade, to which so many of our Chamber members are deeply and passionately committed. The Norfolk Chambers’ core function – connecting and supporting businesses locally and globally – will be more relevant than ever before.

So while we work through the immediate, practical consequences of the electorate’s choice, we will commit our time and energy to work together with partners in new ways to tackle the challenges and opportunities ahead – in the interests of our Chamber members, Norfolk businesses and their trading relationships across the world.

Here’s to the journey ahead.

There are few things more exciting than starting your own business. Suddenly you’re in control of your own destiny.

But, and without for a moment trying to dampen the enthusiasm of any would be entrepreneur, it can be daunting.

Let’s take some things as given. You’ve done the research; you know that there is a demand for your product or service. You’ve worked out if this is something you can do alone, or if you need staff, premises or plant and equipment. You have a business plan!

Now comes that minor detail of starting to sell. And get paid. The cash flow machine kicks in.

So now let’s assume that all of that is working perfectly. And why shouldn’t it?

Well, it might just falter if you’ve tried to get that far without any external support, or guidance. There are financial issues, legal questions, taxation and employment matters, not to mention exporting knowledge.

Norfolk is a veritable hot bed for start ups, with businesses of all sizes and across all the sectors, taking the leap every day.

As someone once said. ‘If you want to get somewhere it’s good to talk to someone whose been’. There’s a wealth of experience, knowledge and advice out there from people who have already trodden the paths of commerce, and engaging with them is a vital part of running a fledgling business.

Networking events, workshops, trade shows, business debates and forums are all vital opportunities to learn, connect and gather knowledge. And meet potential customers!

It’s certainly fair to say that the Norfolk Chamber of Commerce see start ups as a key part of our business. Check out all the benefits we have for start ups at a very special deal of just £99 for the year.

And no, I’d not forgotten the internet. Of course there are countless online resources you can tap into. But, will they ever beat the face to face contact with real people who operate in your geographic area? No, they won’t. They’ll complement it, widen your horizons and give you some valuable insights, but they won’t cancel out the need for close to home support and direction when you need it most. At the start.

In  fact, there’s considerable merit in using local groups and meetings to do some of that research before you start. Meeting people and asking them about your business idea is a very direct – and very inexpensive – form of market research.

Once you’re up and running of course it won’t be long before people are seeking you out to ask advice. It will be flattering. But it will also be a brilliant way to keep in touch with what’s going on and who is starting out – possibly as your newest competitors. Best to find out early.

Best to find out as much as you can – because taking the leap is exciting, but support is crucial.

Last night we celebrated an important occasion in the history of local commerce, the 120th Anniversary of the Norfolk Chamber of Commerce. It was great to be able to share it with some of our members.

I can think of no better place to have had the event than in Norwich Castle, which has stood, in the heart of the city and the county, as a bastion of local pride, resolve and achievement, for centuries.

Our Chamber is a little younger than the castle, but nevertheless, for 120 years we too have stood for Norfolk, championing its commerce, celebrating its achievements and creating a network of like-minded people who, by sharing their knowledge and experience have created one of the most outstanding business networks in the country.

Our mission has always been to look to the future of business, but I think you’ll agree that reaching the significant milestone of 120 years is a legitimate reason to, for once, take a look at the past.

In fact we commissioned some research to do just that. The Chamber has been instrumental in the formation of the University of East Anglia, and so it was with enormous pleasure that we worked with them to explore our archives. Our celebratory website and 120th brochure, will give you a glimpse of what we discovered.

120 years have seen enormous change. When we started, in 1896, Queen Victoria was on the throne. The British Empire was still in place. The A11 was a single carriageway!

Throughout those 120 years the names of our presidents and individual, as well as corporate, members reads like a litany of achievement in Norfolk. Barclays, Colmans, Gurney, Mackintosh, Aviva, formally Norwich Union …….to name just a few.

Through good times and bad, in war and peace, under governments of every hue, the Chamber has been a voice for business, and a voice for Norfolk. Here for our members, because we are our members.

For over a century that membership has, with our support, seized on the newest of innovations whilst retaining the best of business practice.

Technology alone has altered the world of business – and yet face to face contact is still vital. We deliver that through many events every year.

Technology constantly changes, speeding up our communications – and the Chamber embraces it with our website and social media feeds.

Apparently in the 1920s Chamber members were concerned about telephones. People were starting to use them all the time, interrupting face to face conversations. It was seen as a bit of a nuisance and a vulgar interruption to daily life.  Things don’t seem to have changed much!

120 years have seen changing Presidents, an evolving membership and new ways of working.

I’m reminded of that legendary broom in Only Fools and Horses – the one that’s been in constant use for decades – but it’s had three new heads and five new handles.

The point is that it is still the same broom.

As you know supporting young people is one of our passions and members gave generously last night towards our Chamber Community Fund so we can support Norfolk’s vulnerable young people. We would like you to support us too if you can

Over 120 years we’ve had countless new members, and new leaders, but we are the same Chamber, consistently here for, and committed to, local business.

120 years of commitment to local business from the Norfolk Chamber of Commerce. Here’s to another 120 years!

I’ve been looking at the British Chambers of Commerce & DHL Quarterly International Trade Outlook (QITO). In truth, and at a first reading, it reveals some unsettling findings. ‘UK export growth continued to slow at the end of 2015, with manufacturers in particular struggling’ was unwelcome news, as was ‘orders across both manufacturing and services sectors fell significantly in the last quarter of 2015’.

International conditions, not least of which is the slowing down of the economy in China, have contributed to these results.

But, statistics are, well, statistics and sometimes it’s our attitude that matters most. I took great heart from a comment made on the report by John Longworth, Director General of the British Chambers of Commerce. He said: “While the rate of growth has dropped significantly, exports are continuing to grow – a testament to British businesses, particularly in the face of such global uncertainty”.

And it is a testament to British industry that we deliver – often against the odds. It’s certainly true of commerce in our region, which incidentally is not singled out in the report for any significant downward trend.

But, here’s the thing. John Longworth went on to say “However, if we are to reverse our longstanding trade deficit then British firms need greater practical support – access to finance, a skilled workforce and good infrastructure connections – if they are to successfully break into new export markets…”

In seizing on the positives from the report, and taking our attitude into consideration, it struck me that in that one sentiment Mr Longworth had summed up so many of the key issues I’ve highlighted in this column over recent months.

Here in the east we have enormous potential and vast amounts of ‘can do’ spirit. But, to realize our potential it’s essential that we get the support we need in the vital areas of infrastructure, broadband, skills and finance.

Our region embraces a variety of industries, covering manufacturing, agriculture, finance and the service and creative sectors. We have world class businesses, with leading products and services to offer to an international market.

Our ability to ‘buck the trend’ when things get tough has been proved time and again. But we can’t ratchet it up further without support. Practical support. And to that end we need to continue lobbying, raising our profile and heightening awareness of what the East has to offer the national economy.

Wherever the debates about Europe take us there is a job to be done in increasing our exports and widening our customer base. I know from my many conversations with businesses in the region that we have the will. And, as they say, ‘where there’s a will there’s a way’. The way forward for us is to seize on the positives and make enough noise to combat the talk about Northern Powerhouses and M4 Corridors to make us more visible for a number of economic reasons.

The Chamber is ready as ever to find the nuggets of positivity and act on them. It’s not unreasonable to demand some support for that.

We’re here, in the East, and in with the best.

Here’s an anomaly. Surveys undertaken by Norfolk schools show that our young people are pessimistic about their future. At the same time, and although there are economic challenges, and some sectors are finding it very difficult, as a whole, Norfolk’s business community are quietly optimistic about the future.

I find that not just sad but unacceptable. Sad that our young people feel that way. Unacceptable because it appears we have a communication gap.

So the question is, how do we pass on that optimism about opportunities to Norfolk’s young people?

There’s a lot of talk about the links between education and business, and a new programme encouraging businesses to become voluntary Enterprise Advisers was launched this week. But what is business’ role?

I believe it’s simply to inspire our young people about the opportunities that are open to them. I say simply, but in reality this is going to be very challenging.  It’s going to take teamwork.

Ironically, given the ‘gap’, many schools are now run as businesses. (As a slight digression it’s a bizarre fact that, as businesses, many are grappling with considerable Apprentice Levy charges).

But it’s within schools that the ‘gap’ comes into sharper focus and the objectives become clearer. The education leaders in schools are the experts at how students are taught.  What the business community can do is add value by making real the reason our young people are learning.

Primarily that reason is to be able to become part of the workforce.  

That’s why we need need to equip them with a flexibility of skills. We need them to know that there are jobs which will enthuse them. Jobs that may not exist yet, such is the rate of change!

This is no longer a ‘nice to have’ agenda.  As a business community we need to give our time and problem solving ability to address it. As well as being important to the lives and wellbeing of our young people it makes good business sense. They are our future workforce.

Norfolk’s Education leaders within our schools, colleges, universities and our local authorities are open to finding ways to make this work. The Norfolk Chamber has taken up the mantle on behalf of the business community to help facilitate change. There’s a lot of good work already happening in schools, and many businesses are already giving time and expertise. But, I believe we have to do more, and do it more effectively.

So, this is a call to action. Be open to how you, and your organisation, can help.

I believe that even a small contribution of collective time from the business community can help motivate our young people, improve the county’s exam results, and support our education leaders and their staff. Most of all it can ensure that Norfolk’s young people understand their options and opportunities and are looking forward to the future.

We talk a lot about Team Norfolk. This is one objective that it can achieve. It’s where the team work comes in.

Let’s put Team Norfolk to work.

Well, we’re here. In 2016.

It’s a year when thinking ahead, and concerning ourselves about the future, will be vital. Now, more than ever, business needs the next generation of workforce to be motivated and ready for work. Without the right skills though, that new workforce becomes not just a wasted resource but a demotivating trap for school leavers and graduates.

A recent survey of youngsters in their GCSE year found them pessimistic about their future.  We need to change this. Because we know that, although challenging, the future for the Norfolk business world is full of opportunities.

Closing the skills gap, and supporting young people into work have to be key objectives for 2016.

As we celebrate being Committed to Business since 1896, we can think of no better way to mark our 120 years anniversary than to focus on the future, through making a  difference to Norfolk’s young people’s lives.

Of course it’s been fun to take a look back at history, and we’re proud of the contribution that the Chamber business members have made to the region’s commercial development over all those years. We will be adding what we have found onto our website during the year.  But it is the future which really matters. We’re delighted to use our celebration year as a catalyst to support young people.

At The Norfolk Chamber of Commerce we’ve launched our Norfolk Chamber Anniversary Fund. It’s aimed at providing grant awards to charitable organisations, working within Norfolk, with young people aged up to 25.  It’s about increasing access to employment and improving the opportunities and career options open to young people across the county.

To show we mean business we’ve committed to match all donations pound for pound. And now we’re asking businesses to donate what they can because just a few pounds can make a big difference to a young person’s life. 

We all have the same aim to help our young people understand how to translate what they like doing and are good at in schools into roles and jobs within the world of work. Those jobs are with employers who need the workforce of the future. We all have to work together, to make the two groups come together in a perfect match. A match of youth and experience, skills and roles.

There’s a new movie out just now. You may have heard something about it. Something to do with Star Wars? It’s called The Force Awakens. Well, in 2016, as we celebrate our anniversary we will be taking a look at a long, long time ago. But we’ll also be awakening the force. The workforce. Supporting it, developing it and making it fit for purpose. Because the next generation is here. The future has arrived.